Kevin Forsberg, Hal Mooz, Howard Cotterman

Visualizing Project Management (eBook, PDF)

Models and Frameworks for Mastering Complex Systems

• Format: PDF

Produktbeschreibung

THE PROJECT MANAGEMENT CLASSIC-REVISED AND EXPANDED Now Includes Downloadable Forms and Worksheets Projects are becoming the heart of business. This comprehensiverevision of the bestselling guide to project management explainsthe processes, practices, and management techniques you need toimplement a successful project culture within your team andenterprise. Visualizing Project Management simplifies the challengeof managing complex projects with powerful, visual models that havebeen adopted by more than 100 leading government and privateorganizations. In this new Third Edition, the authors-leading thinkers andpractitioners in the field-keep you on the cutting edge with asophisticated approach that integrates project management, systemsengineering, and process improvement. This advanced content canhelp take your career and your organization well beyond thefundamentals. New, downloadable forms, templates, and worksheets make it easyto implement powerful project techniques and tools. Includes references to the Project Management Institute Body ofKnowledge and the INCOSE Handbook to help you pass: * The Project Management Professional Certification Exam * The INCOSE Systems Engineer Certification Exam (CSEP) "I recommend this book to all those who aspire to projectmanagement [and] those who must supervise it." --Norman R. Augustine, former chairman and CEO Lockheed MartinCorporation "The importance of this excellent book, able to encompass thesetwo key disciplines [systems engineering and project management],cannot be overemphasized." --Heinz Stoewer, President, INCOSE

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 480
• Erscheinungstermin: 27. Oktober 2005
• Englisch
• ISBN-13: 9780471746744
• Artikelnr.: 37347975

Autorenporträt

KEVIN FORSBERG, PHD, CSEP, is cofounder of The Center for Systems Management, which provides project management and systems engineering services to an international client list that includes the CIA, Nokia, Lockheed Martin, and NASA. Dr. Forsberg has over forty-five years of experience in the project management and systems engineering fields and has won numerous awards, including the NASA Public Service Medal, the CIA Seal Medallion, and the INCOSE Pioneer Award. HAL MOOZ, PMP, CSEP, is cofounder of The Center for Systems Management and has twenty-three years of experience consulting to government and private organizations, including AT&T, NASA, Bell Labs, and GTE. He has developed leading university and industry project management training programs and trained more than 10,000 high-technology project managers. He was awarded the CIA Seal Medallion and the INCOSE Pioneer Award. HOWARD COTTERMAN has served The Center for Systems Management in roles ranging from project manager to president. His executive posts at leading technology companies include vice president of Rockwell International and engineering director responsible for Intel's family of microcomputers.

Inhaltsangabe

Introduction Using Visual Models to Master Complex Systems. Part One: Using
Models and Frameworks to Master Complex Systems. 1. Why Are Project
Requirements a Critical Issue? Maintaining consistency of the business
case, the project scope, and customer needs. 2. Visualizing the Project
Environment. Using systems thinking to understand and manage the bigger
picture. 3. Modeling the Five Essentials. Visualizing the critical
relationships in managing projects. Part Two: The Essentials of Project
Management. 4. Organizational Commitment. Ensuring success with management
support, quality environment, and needed resources. 5. Project
Communication. Communicating clearly, completely, and concisely. 6.
Teamwork. Maximizing team energy and output. 7. The Project Cycle.
Understanding the steps and gates in every project life cycle. 8. The Ten
Management Elements. Comprehending the relationships among the techniques
to be applied throughout the cycle. Part Three: The Ten Management Elements
in Detail. 9. Project Requirements. Ensuring satisfied users by determining
and delivering what's wanted. 10. Organization Options. Selecting and
adapting the structure for the project. 11. The Project Team. Getting the
right people. 12. Project Planning. Determining the best way to get there.
13. Opportunities and Their Risks. Seeking and seizing opportunities and
managing their risks. 14. Project Control. Making sure the right things
happen and the wrong things don't. 15. Project Visibility. Providing
project transparency for everyone involved. 16. Project Status. Discovering
the problems. 17. Corrective Action. Fixing the problems 18. Project
Leadership. Motivating and inspiring the team. Part Four: Implementing the
Five Essentials. 19. Principles and Tactics for Mastering Complexity.
Implementing the technical development process. 20. Integration,
Verification, and Validation. Delivering the right thing, done right. 21.
Improving Project Performance. Moving beyond success. Appendixes. A. Web
Site for Forms and Templates. B. The Professional and Standards
Environment. C. The Role of Unified Modeling Language(TM) in Systems
Engineering. D. A Summary of the Eight Phase Estimating Process. E.
Overview of the SEI-CMMI. Glossary One Hundred Commonly Misunderstood
Terms. Notes. Index.